| CONTENTS | | |------------------------------------------------------------------------|---| | Foreword | 3 | | Executive Summary | 4 | | Food Hygiene Rating System | 5 | | Meat Food Business Operator Compliance | 6 | | Delivering our Corporate Priorities | 7-10 | | Forward Look | 11| | Making the FSA a Great Place to Work – Staff & Attrition | 12| | Making the FSA a Great Place to Work – Sickness | 13| | FSA Food Safety Week | 14| | FSA Key Messages and Media Coverage | 15| | Finance – Spend against HM Treasury Limits | 16| | Finance – Key Areas of Spend | 17| | Finance – Investment in the 2015-2020 Strategic Plan | 18| | Appendix | 19| The FSA’s Performance in the 2nd Quarter against of 2018/19 saw good progress being made against the 3 strategic priorities set by the Board.

On EU Exit, the FSA’s 1st strategic priority, we continue to make good progress on delivery of our EU Exit plans which are designed to ensure food and feed safety is not compromised when the UK exits the EU under any terms of exit. We are two thirds through the recruitment of our enhanced workforce to increase our capacity and expertise across risk assessment, risk management, import controls, incident handling, surveillance and food crime and are in the process of agreeing additional office accommodation in Birmingham. While the majority of our work is progressing very well, some challenges remain and where there are risks to delivery, related to where the FSA is dependent on other departments, we are developing contingency plans that could be implemented in the event that any critical part of a plan does not deliver on time in a no deal scenario. The FSA continues to work closely with other government departments and the Devolved Administrations in progressing its EU Exit delivery plans. Very recently the FSA submitted a bid for EU Exit funding into 2019/20 and we expect to receive a response on this during November.

The FSA’s 2nd strategic priority, Regulating Our Future (ROF) programme continues to make good progress with the ROF digital service. In September the digital service marked a significant milestone, going live with 6 of the LAs participating in the Private Beta. On 25th September we received our first digital registration of a food business. Work continues to drive wider adoption to achieve the target of 40 LAs using the beta service before the end of March 2019, and the subsequent launch of a ‘live’ Minimal Viable Service prior to leaving the EU. In parallel, the team are continuing to work on exploring Primary Authority national inspection strategies for food. In September we published both the evaluation of our pathfinder work with 6 PA partnerships and a set of draft standards to govern the development and operation of national inspection strategies, and of FSA oversight. Next steps are to work with a small number of partnerships as part of phased go live to test and develop the draft standards.

As part of the FSA’s 3rd Strategic Priority this quarter we have included new slides (slide 14 and 15) on Trust in the FSA in relation to our communications, campaigns and media activities. Food Safety Week (slide 14) was held 4-10 June 2018 (reporting completed in Q2). The week focused on raising awareness and understanding of the FSA by showcasing various individuals and their role in ensuring food is safe and what it says it is. The approach to this year was different to previous as we focused on ‘story telling’. We invested in creating good quality, digitally focused content, which proved successful in terms of high engagement rates (especially when tailored to specific countries). The investment in this area represented value for money as we have gone on to use the content at other events e.g. Board Meetings, Parliamentary reception and recruitment for new posts. The breadth of the week also allowed a range of partners to get involved in the week, resulting in an increase in terms of % engagement from partners. Using a more involving approach is key to building relationships and trust.

The FSA is successfully managing its resources to well within all key HM treasury limits, with no overspends. Investment in, and delivery of, both EU Exit and ROF remains on track. The FSA continues to drive efficiency and to improve value for money. EXECUTIVE SUMMARY OUR PERFORMANCE IN Q2 2018/19

98.4% meat FBOs rated Satisfactory or above for compliance

69.2% of total food businesses achieved an FHRS rating of 5 (‘very good’)

50% Reach in Q2 to UK Adults was 50% or more for the top three topics FHRS, Allergens and Young People’s Allergy

71 Articles generated in Food Safety Week Reached 22% of UK Adults

100% Total positive Media coverage for Food Safety Week 2018 % of food businesses within the scope of FHRS achieving FHRS rating of ‘5 – very good’ (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS with a rating of 5 as at September 30th 2018 by country

Northern Ireland: 77.0% Wales: 67.0% England: 69.0%

Increase of 5 ratings since Q1

Increase since Q1

0% points Number of Meat FBOs rated ‘good’ (England, Wales and Northern Ireland consolidated)

- Sep-17: 54.35%
- Dec-17: 54.35%
- Mar-18: 54.35%
- Jun-18: 54.35%
- Sep-18: 54.35%

Number of Meat FBOs rated ‘improvement necessary’ or ‘urgent improvement necessary’ (England, Wales and Northern Ireland consolidated)

- Sep-17: 1.27%
- Dec-17: 1.27%
- Mar-18: 1.27%
- Jun-18: 1.27%
- Sep-18: 1.27%

Progress towards ambition for year one 25% reduction in improvement and urgent improvement necessary FBO’s

- Ambition: 25% reduction from June 2018 to June 2019
- Jun-17: 60
- Jun-18: 58.73
- Jun-19: 58.41

1. More FBO in improvement and urgent improvement necessary category’s compared to end of Q1

0.1% decrease in FBO’s rated satisfactory or above since Q1

## DELIVERING OUR CORPORATE PRIORITIES

### EU Exit – Preparing for all Scenarios

| Imports | Apr – Jun 18 | Jul – Sep 18 | Oct – Dec 18 | Jan – Mar 19 | |---------|--------------|--------------|--------------|--------------| | Changes to business processes for import controls identified | Pre-Notification (EU High Risk products) principles agreed X-Govt | Recruitment for additional FSA capacity started | Resource available to enable ports / FSA to deliver new processes | Start date for Pre-Notification confirmed by DEFRA. | Additional FSA imports capacity in place | Systems and process for MVP in place | Law is ready to underpin import control regime | | Incidents | Solution build for handling food alerts started | Recruitment for additional capacity started | Stakeholder strategy implemented | Start date for Pre-Notification confirmed by DEFRA. | Solution in place for handling food alerts | Additional FSA incidents capacity in place | Roles and responsibilities clear for incident handling | Law is ready to enable incident response / action | | Legal Consequences | Inoperabilities identified | Fixing SI’s Drafted (extends through to Sep) | Consultations started | Parliamentary process started | Consultations complete | Parliamentary process complete | Law is ready to underpin regulatory regime from Day 1 | | Risk Assessment | Day 1 Lab capacity in place | Recruitment for additional FSA capacity started | Additional FSA RA capacity in place | Scientific committees expanded | Risk Communication methods agreed | Risk Assm’t Principles in place | Law is ready to underpin RA responsibilities | | Risk Management | XGovt agreement to RM proposals | Ministerial response to RM proposals | Shadow Regulatory Forum established | Governance for decision making developed | Process for decision making developed | Resources in place to undertake new responsibilities | FSA Board Agreement to Governance & Process | Food Safety RM Forum Operational (in shadow form) | Law is ready to underpin RM responsibilities | | Surveillance | Specific case studies agreed | Methods & process in place | | | | Case studies completed | Successful outputs operationalised | | Enhanced Registration | Discovery complete | Alpha complete | Private Beta Complete | FBOs understand requirements | Public Beta complete | | Enhanced Reg System Live | | NFCU | HMT approved business case | FSA Board Approval | NFCU Recruitment Launched | Senior Management recruited | Middle Management recruited | Staff Trained | Case Management System live | Law ready to allow full range of activity | | Exports | New Health Mark agreed by FSA | Informal consultation with industry | Plan in place for listing premises with EC. | Consultation on health marks complete | | Industry / Officials understand requirements | Replacement meat stamps issued | DELIVERING OUR CORPORATE PRIORITIES

Q2 2018/19 (July - Sept)

Policy Development

- PA NIS pathfinder report & FSA Standards published
- Developed business rules for food standards
- Developed business options assessment for migration of existing food business data
- Set up tender for establishment survey

FHRS

- Launched Beta testing of new service with 1st group of LA’s
- Started to develop standard API for new service
- Initiate the options assessment for migration of existing food business data

Development of Data & Digital service

- Scoping paper for FSA Board
- Initiate the options assessment for migration of existing food business data

Sustainable funding

- Delivered

Change Management

- Engagement with a small group of LA food leads to assess change readiness
- Develop the change strategy

Operating Model (field operations)

- Mobilisation workshop with SME’s
- Seek agreement with Meat OC supplier to invoke extension
- Operating model options developed
- Rescheduled for Q3 \*

Future proof contractual arrangements

- Food standards: Publish report establishing current practice
- Food standards: Publish report establishing current practice
- Lessons Learned from Current Contract Options
- Delivered

Key

- Delivered to schedule
- Off track but no overall delay anticipated
- Off track DELIVERING OUR CORPORATE PRIORITIES

Q2 2018/19 (July - Sept)

- API Strategy developed
  - Delivered
- Blockchain for red meat evaluation
  - Delivered
- Digital workplace live
  - Delivered
- Content strategy delivered
  - Delivered
- Process design enhancement
  - Delivered
- ‘Imports’ Work package concluded
  - Delivered

Q3 2018/19

- Raw Drinking Milk Discovery data services and notifications
  - Delivery underway
- Assessment of GDPR compliance
  - Rescheduled for Q3 \*
- Pivigo work on data linking
  - Delivered

For amber or red milestones see appendix for explanation DELIVERING OUR CORPORATE PRIORITIES

Q2 2018/19 (July - Sept)

- Develop pay model and determine the submission approach with EMT

  - Delivered

- Skills Capability Plan (Phase 1) – key skills top 3 areas

  - Delivered

- High level Workforce Plan baselined

  - Delivered

- Plant based operational staff are issued with consolidated contracts

  - Delivered

- Provide training and support for IT rollout in Operations

  - Delivery underway\*

- Embed tutorials for basic digital tools

  - Delivered

Q3 2018/19

- People Survey – Launch of Pulse Survey for 2018

  - Delivered

- Launch of Talent Schemes

  - Delivered

- Implementation of SCS 1-3 pay award

  - Delivered

- Transition OWOW activities into BAU

  - Delivery underway\*

- Launch of diversity council

  - Delivered

- Continue to promote & identify suitable apprenticeships

  - Delivered

For amber or red milestones see appendix for explanation Modern, Accountable Excellent Regulator

FORWARD LOOK TO 2020 (MILESTONES)

2018

- EU EXIT

  - Delivery plans approved
  - Business case to HMT
  - Legislate using the powers of the European Union (Withdrawal) Bill
  - Commence planning for ‘Enduring Regime’ post exit.

- REGULATING OUR FUTURE

  - Field trials for registration
  - Formal consultation for segmentation
  - Define future roles of FSA, Local Authorities and private assurance

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

2019

- EU EXIT

  - UK exits the EU: implement FSA exit plan
  - Functioning domestic food law
  - Ongoing implementation of EU Exit plans depending on outcome of negotiations

- REGULATING OUR FUTURE

  - Implement digital solution for enhanced registration
  - Apply Food Business Operator segmentation
  - Develop standards for regulated private assurance
  - Primary Authority National Inspection Strategy

- SURVEILLANCE

  - New functioning surveillance system in place

- PEOPLE STRATEGY

  - Staff skills profiles / talent biographies
  - FSA Pay Strategy
  - Talent Strategy supporting delivery of our workforce plan
  - FSA Learning & Development Strategy

2020

- Food we can trust in a global market outside the EU
- New regulatory model launches
- An effective and resilient organisation, with highly skilled and engaging leaders MAKING THE FSA A GREAT PLACE TO WORK – ATTRITION

% Gross Attrition (Leavers) Annualised by Quarter

Target: To be below Civil Service Average calculated at 11%

Starters and Leavers by Business Area Q2 2018/19

Headcount by Quarter July 2017 – Sept 2018

22 more staff at Q2 than Q1 18/19

116 Live vacancies at the end of Q2

16.5 Average number of applications received per vacancy MAKING THE FSA A GREAT PLACE TO WORK – SICKNESS

Rolling 12 Month total Annual Working Days Lost (AWDL) as submitted to Cabinet Office (Q2 reporting period Oct 2017-Sept 2018)

% of total absence taken which were short/long term in a rolling 12 month period as submitted to Cabinet Office (Q2 reporting period Oct 2017-Sept 2018)

% of Staff taking No absence on a rolling 12 month as submitted to Cabinet Office (Q2 reporting period Oct 2017-Sept 2018)

0.6 reduction in AWDL to 5.6 continuing to bring FSA sickness down and remain below target.

1% point reduction in AWDL long term sick leave between Q1 and Q2 (Reporting on a 12 month rolling period) Trust in the FSA - Food Safety Week June 2018

Media Engagement highlights during Food Safety Week

**Top Tweet**

Meet Heather, our Chairman. It’s Food Safety Week and she’s shining the light on food heroes who help to keep our food safe. Follow us all week as we go behind the scenes in a series of stories we’ve never told before about the people

#ProtectingYourPlate food.gov.uk/about-us/the-p... pic.twitter.com/BdgaY0KU1s

**7.2% Engagement**

on Wales Twitter Channel. Average engagement is between 1-3%\*

**Total Media coverage**

100%

Positive

**71** Media articles generated resulted in **22.3 million opportunities**\* for FSA articles to be seen which reached **22%** of UK adults (\*Slide 18 contains all media definitions)

**Top Tweet of 2018 gained 75.6k more impressions**\* compared to the average FSA post.

**Partner engagement during Food Safety Week**

- **Offers of Support**
- **Partners contacted**
- **FSA Average partnership activity**
- **Response rate**

\*Slide 18 contains all media definitions Trust in the FSA - FSA Key Messages and Media Coverage

Top three topics in Q2 were FHRS, Allergens and Young People’s Allergy all having over 50% reach to UK adults

85% of proactive media coverage and 46% of all coverage was slightly or strongly favourable and reached 75% of the UK population

Reach is the number of people who see your content. Impressions are the number of times your content is displayed. Engagement is the number of interactions people have with your content (i.e.: likes, comments, shares, retweets, etc.) Opportunity to see is an indication, on average, that someone has come into contact with the content.

## Affordability – How the FSA is Performing Against HM Treasury Limits

| | 2018/19 Forecast September £m | 2018/19 Limits £m | Availability £m | RAG status | |----------------------|-------------------------------|-------------------|-----------------|------------| | **Westminster** | | | | | | Net Administration Expenditure (exc dep’n) | 44.1 | 44.4 | 0.3 | | | Net Programme Expenditure (exc dep’n) | 39.4 | 43.4 | 4.0 | | | Resource Departmental Expenditure Limit (DEL) | 83.5 | 87.8 | 4.3 | | | Capital (DEL) | 8.9 | 8.9 | 0.1 | | | Of which; EU Exit new funding | 13.3 | 14.0 | 0.7 | | | **Wales** | | | | | | RDEL | 3.3 | 3.5 | 0.2 | | | CDEL Capital – IT / Accommodation | 0.0 | 0.0 | 0.0 | | | **Northern Ireland** | | | | | | RDEL | 8.3 | 8.7 | 0.4 | | | CDEL Capital – IT / Accommodation | 0.0 | 0.1 | 0.0 | |

## BREAKDOWN OF CORPORATE PRIORITIES AND KEY AREAS OF SPEND

| | £m June Full Year Forecast 2018/19 | £m September Full Year Forecast 2018/19 | £m Movement Fav / (Adv) | % Movement Fav / (Adv) | |------------------------------|-----------------------------------|----------------------------------------|-------------------------|------------------------| | EU Exit new funding | 14.5 | 13.3 | 1.2 | 9% | | EU Exit FSA | 3.5 | 3.7 | (0.2) | (6%) | | ROF\* | 1.9 | 1.8 | 0.1 | 6% | | Surveillance | 0.0 | 0.0 | 0.0 | 0% | | OWOW | 0.1 | 0.2 | (0.1) | (50%) | | Evolve IT | 0.8 | 0.8 | (0.0) | 0% | | Science | 8.2 | 8.4 | (0.2) | (2%) | | Field ops (inc NI) | 21.4 | 24.3 | (2.9) | (14%) | | **Total Priorities Spend** | **50.4** | **52.5** | **(2.1)** | **(4%)** |

As at end of September (Qtr 2), the above spend on key areas represents approx 48% of the total FSA spend (inc Capex) forecast for 2018-19. This is a similar proportion of total spend as forecast at the end of Qtr1.

The forecast increase in overall FSA spend for 2018-19, as at end of Qtr 2, is approx. 3% compared to Qtr 1 (from £105.1m to £108.4m).

- £2.6m of the £13.3m EU Exit funding figure relates to the ROF Programme. APPENDIX NOTES ON DATA

Slide 3 – More information on the National Inspection strategy can be found on the Food Standards Agency website at: www.food.gov.uk/primary-authority-national-inspection-strategy

Slide 5 – FBO compliance levels are not in direct control of the FSA, so the targets are ones that FSA can influence, but not control. FHRS is operated in partnership with local authorities who deliver the scheme locally, as an added value to their intervention programmes. Whilst LAs aim to address any food safety hazards and legal non-compliance during interventions, the relationship between FBO compliance levels and LA delivery / performance is complex. Various factors outside the remit of the LA may also influence levels of FBO compliance. FHRS based risk indicators already form part of the LA audit/intervention selection criteria, and FHRS data is being incorporated into the Balanced Scorecard/LA Dashboard project to inform our work with under-performing LAs. The figures are for England, Wales and Northern Ireland combined. Individual country ratings differ. More information on FHRS can be found on the Food Standards Agency website at: http://ratings.food.gov.uk/

Slide 8 – RoF - Operating model options developed: Postponed while the cutting plant and cold stores work was progressed. Contractors engaged to produce "as-is" operating model and develop options for future delivery of official controls

Slide 9 – Data & Digital – Raw Drinking Milk (RDM) Discovery data services and notifications: The RDM work is underway. Following some initial Discovery work in the Spring the approach agreed with Policy and Operational Delivery has to engage an organisation with Data Science expertise to review all of the data and identify which data approach is the most appropriate and whether any supplementary data is required. This work will complete in time for the outputs to feed into the December board paper but has taken longer than planned across a number of stages. Process issues are being recorded and reviewed so that they are not repeated in future projects.

Assessment of GDPR compliance: The Agency implemented GDPR in May. The Information Governance Board recommended that the review was not started before 6 months had elapsed, hence the change to the timeline.

Slide 10 – OWOW – Provide training and support for IT rollout in Operations: In Operations Mobile phones have been rolled out, and associated training and support commenced. Due to technical issues, the launch of ‘Thin Client’ to replace chip PCs in operational plants has been delayed, and therefore the OWOW Programme cannot yet deliver support and training to staff.’

Transition OWOW activities into BAU: Following a review of current delivery against the Programme Blue Print, a number of residual activities have been identified that are required to complete the work of the Programme. In October the Programme Board agreed that the Programme will run until March / April 2019, and that the transition into BaU would therefore take place in quarter 4.

Slide 13 – Long term absence is defined as over 21 working days or 29 calendar days, short term absence is defined as anything below this. The data presented represents a rolling 12 month period which is submitted to Cabinet Office at the end of every quarter. Therefore quarter 2 data refers to the 12 months ending September 2018. The data does not represent a report on the specific quarters absence.

Slide 14 – 1 to 3% is the average engagement rate for FSA tweets on all our twitter channels (to note anything above 1% is considered to be good by industry in general).